The USP of the Belgium-based 20Something is its expertise in understanding of Generations Y and Z, as per its co-founder Benoit Vancauwenberghe. The uniquely positioned company was founded eight years ago, on the back of growing frustration and a realisation that his worldview did not mean much for agency-CEOs, at that time. So, he decided to reinvent the agency model and got onboard 20 somethings to show marketers how to talk ‘to’ and ‘for’ that generation. It seems to have worked well with a client roster that includes Brussels Airlines, Samsonite-American Tourister combine for the non-US markets, French beer brand Desperados and American whiskey Jack Daniel’s, Aiki noodles, Limo soft drink etc. Excerpts from a long-distance interview with Vancauwenberghe

The ‘why’ of 20Something

The reason we (initially four founders, of which two are still with the company) decided to launch 20Something was due to the frustration of seeing one of the most influential generations not being heard or taken seriously. There was a time when brands and agencies had all the power when it came to dictating patterns of consumption. However, the rise of Gen Y, which was completely underestimated by marketers at first, brought about a shift. The digital revolution transferred power to the newer generations, tired of brands that were too self-centric.

The ‘what’ of 20Something

The USP is our expertise in Millennials. While we ‘talk the talk’ by approaching Gen Y and Gen Z around the globe, we also ‘walk the walk’ in that we work with the newest generation by integrating this group in our agency. We do this through our ‘Limited Edition’ structure which is an agency within an agency and is operated by students. Their opinions and propositions are strongly taken into consideration with a view to strengthen our expertise on those generations. We see them as an internal resource that can tell us exactly how Gen Y thinks, what they like and would recommend.

The ‘how’ of 20Something

At the end of the day, who knows Gen Y better than people belonging to it? It is equally important to understand the needs and wants of this cohort and integrate them in the way of working. There is a high level of autonomy, flexible/agile culture and a sizable value given to work-life balance. To work with this generation, they have to be treated like entrepreneurs, not as employees.

Where marketers missed the bus

Most brands started preparing themselves too late. They’ve been waiting a long time, hoping that they wouldn’t need to change much in order to reach the youngest generations. However, now they’re panicking and don’t know how to change their strategy. Some of them will give everything to catch up to understand this emerging group, others will fail to do so.A word of advice: observe this generation, talk with people from this group, and initiate reverse mentoring. Make it a win-win by teaching them your universe and learning from theirs. Brands should know that this generation are not the leaders of tomorrow; they are the leaders of today.

Run-ins while pitching to a 40-plus client:

The challenge is that while many clients want to change and adapt, when it is time for action they become reluctant. We spend most of our first meetings helping clients unlearn assumptions and relearn ways of approaching new generations. This can result in a few run-ins when we suggest creative ideas and strategies tailored to Gen Y and X and that clash with their rigid ways of working. Changing is not easy. Imagine after all the years of putting your pants on with the right leg as the first leg going in, having to suddenly change to the left one in a day. It is difficult, indeed.

The Gen-Y and Gen-Z Conundrum

They are different. Being already in their late teens during the recession, Gen Y have grown to be more attracted to bargains. They have witnessed the boom of the low-cost transportation industry, and for them saving money has become something like a game. Therefore, approaching them with bargains and promises of saving money is efficient.

Gen Z are digitally native. They were born ‘social’. Therefore, this means because of the media they follow and platforms they use, they seek and value individuality. This is crucial for brands that want to approach Gen Z. Furthermore, attention spans of Z are much shorter, due to their environment that is characterised by constant updates and notifications. Therefore, to get attention what is required is to disrupt the flow of information and go straight to the point by being present on many unconventional platforms.

What next?

We have refused overtures from big networks so far, as we wish to remain autonomous. But who knows? We may just end up joining hands with a consulting outfit like Accenture or Deloitte instead of an ad agency.